GROUP DYNAMICS

AJAY KUMAR SAINI

WHAT IS GROUP?
GROUP IS ANY NUMBER OF PEOPLE WHO: HAVE A COMMON PUPOSE OR OBJECTIVE

INTERACT WITH EACH OTHER TO ACCOMPLISH THEIR OBJECTIVE

ARE AWARE OF ONE ANOTHER PERCEIVE THEMSELVES TO BE PART OF THE GROUP
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WHAT IS GROUP?
TWO OR MORE PEOPLE WHO MEET REGULARLY AND INFLUENCE ONE ANOTHER OVER A PERIOD OF TIME, PERCEIVE THEMSELVES AS A DISTINCT ENTITY DISTINGUISHABLE FROM OTHERS, SHARE COMMON VALUES, AND STRIVE FOR COMMON OBJECTIVES.

Formal Group
A group intentionally established by a
manager to accomplish specific organizational objectives.

Informal Group
A group that emerges through the efforts
of individuals to satisfy personal needs not met by the formal organization.

Significance of Group

What formal groups contribute?

To Organizations:
Accomplish complex, interdependent tasks. Create new ideas.

Co-ordination.
Implement action plans. Socialize and train new comers.
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What formal groups contribute?

To Individuals:
Satisfy needs and affiliation.
Confirm identity and enhance self-esteem. Reduce feeling of insecurity. Solve personal and interpersonal problems.

What informal groups contribute?

To Organization:
Help integration of new member.
Enhance members access to information. Provide identity and status. Enforce guidelines for appropriate behavior. Tune up social values with organizational culture.
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What informal groups contribute?

To Individuals:
Satisfaction of: Social and affiliation needs. Security and support needs.
Enhanced status for members if group is prestigious. Enhanced feeling of self-esteem. Feeling more competent by sharing power.
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Group Dynamics

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What is Group Dynamics?

It is concerned with the interactions and forces among group members in a social situation. Kurt Levin popularized the term Group Dynamics in the 1930s.

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Meanings of Group Dynamics

How a group should be organized? A set of techniques to bring effectiveness. Internal nature of the groups: How they are formed? Their structures and processes. How they function? Effect on members, other groups and the organization.
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STAGES OF GROUP DEVELOPMENT

FORMING STORMING NORMING PERFORMING ADJOURNING

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STAGES OF GROUP DEVELOPMENT

FORMING: AWARENESS

COMMITMENT ACCEPTANCE The group comes together and gets to initially know one other and form as a group.
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STAGES OF GROUP DEVELOPMENT

STORMING: CONFLICT

CLARRIFICATION BELONGING A chaotic vying for leadership and trailing of group processes

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STAGES OF GROUP DEVELOPMENT

NORMING: CO-OPERATION

INVOLVEMENT SUPPORT

Eventually agreement is reached on how the group operates.

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STAGES OF GROUP DEVELOPMENT

PERFORMING: PRODUCTIVITY ACHIEVEMENT PRIDE

The group practices its craft and becomes effective in meeting its objectives.
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STAGES OF GROUP DEVELOPMENT

ADJOURNING: SEPARATION RECOGNITION SATISFACTION

The process of "unforming" the group, that is, letting go of the group structure and moving on.
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THEORIES OF GROUP FORMATION

HOMANS THEORY: ACTIVITIES

INTERACTION
SENTIMENTS

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THEORIES OF GROUP FORMATION

NEWCOMBS BALANCE THEORY:

COMMON ATTITUDES & VALUES

RELIGION POLITICS LIFESTYLE WORK AUTHORITY
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THEORIES OF GROUP FORMATION

THAIBAUT & KELLY:
REWARDS-COSTS OUTCOMES. OUTCOMES SHOULD BE REWARDING AS THEY BRING IN PERSONAL AND SOCIAL SATISFACTION. COST BRINGS IN ANXIETY, FRUSTRATION, EMBARRASSMENT AND FATIGUE.

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COHESSIVENESS
THE DEGREE OF ATTRACTIVENESS OF A GROUP TO ITS MEMBERS AND THE

CLOSENESS OF THE INTERPERSONAL

BONDS BETWEEN GROUP MEMBERS.

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SOURCES OF GROUP COHESSIVENESS

COMMON GOALS SUCCESS EXPERIENCE SMALL SIZE

INTERPERSONAL ATTRACTION

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SOURCES OF GROUP COHESSIVENESS

EXTERNAL THREAT
HIGH STATUS COOPERATION AMONG MEMBERS FEMALE COMBINATION

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Consequences of Cohesiveness
Productivity
Satisfaction Growth

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Punctuated Equilibrium Model

GROUPS FORM IN A FIRST PHASE
TARGETS ARE SET NOT ALTERED EASILY BECAUSE OF INERTIA/ SYTEMATIC RESISTANCE TO CHANGE

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Punctuated Equilibrium Model

IN SECOND PHASE A FEELING EMERGES: IF TACTICS ARE NOT CHANGED, TARGETS WILL NOT BE MET. THE RESULT IS REJUVENATION

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Punctuated Equilibrium Model

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Social Loafing
Many hands make light work

Social loafing in everyday life

Social Loafing

Group Structure
Formal Leadership Roles:

Role Identity Role Perception Role Expectation Role Conflict

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Implications from research on group dynamics

Groups expert Richard Hackman says that leadership plays an important role in group performance Conditions a leader can control include:
Setting a compelling direction for the groups work Designing and enabling group structure Ensuring that the group operates within a supportive context Providing expert coaching

Four different aspects of group structure are :

Roles: various parts played by group members. The Hats We Wear Norms: rules & expectations within group. Group's Unspoken Rules Status: rank given to groups by others. prestige of group membership Cohesiveness: members sense of responsibility. getting the team spirit

Roles
The typical behavior characterizing a person in a specific social context. A set of expected behavior patterns attributed to someone occupying a given position in a social unit. Role incumbent: A person holding a particular job. Role expectations: How others believe a person should act in a given situation.

 Role Identity: Certain attitude and behavior consistent with a role. Role Ambiguity: The confusion arising from not knowing what one is expected to do as the holder of a role. Psychological Contract: An unwritten agreement that sets out what mgmt expects from the employee and vice versa. Role differentiation: The tendency for various specialized roles to emerge as groups develop. Role conflict: When an individual finds that compliance with one role requirement may make it more difficult to comply with another.

Task oriented roles Initiator: Contributors

Recommend new solutions to group problems.

Relations oriented roles Harmonizers:

Mediate group conflicts Compromisers:
Shift own opinions to create group harmony.

Self oriented roles Blockers:

Act stubborn and resistant to the group. Recognition seekers:
Call attention to their own achievements.

Information Seekers:
Attempt to obtain the necessary facts.

Opinion Givers:
Share own opinions with others

Encourages:
Praise & encourage others

Dominators:
Assert authority by manipulating the group

Energizers:
Stimulate the group into action whenever

Expediters:
Suggest ways the group can operate more smoothly.

Avoiders:
Maintain distance, isolate themselves from fellow group members.

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Groupthink
Probably most famous process loss Definition: people begin to value group cohesiveness and solidarity more than the need to consider the facts in a realistic manner. Can lead to disastrous decisions
JFKs decision to invade Cuba Challenger disaster (1986) Possibly, Columbia accident (2003)

Symptoms of groupthink

The road to groupthink

Antecedents
Group is (already) cohesive Isolated Directive leader Stress Poor decision-making rules

Symptoms

Illusion of invulnerability Moral certainty Stereotyped view of outgroup Self-censorship Direct pressure to conform Illusion of unanimity Mindguards

Defective decision making

Incomplete survey of alternatives Failure to examine risks of favored alternative Poor information search Few contingency plans

Specific steps to avoid groupthink

Leaderremain impartial (if possible) Seek outside opinions Create subgroups Seek anonymous opinions

Assets & Liabilities of Group Decision Making

More complete information & knowledge. Higher quality decisions. Increased diversity of views. Increased acceptance of a solution. Time consuming Conformity pressures in groups. Dominated by 1 or a fewer members. Suffer from ambiguous reponsibility.

Group decision making techniques

Interacting groups Brainstorming Nominal group Technique Electronic meeting

Effectiveness Criteria

Types of Group
Effectiveness Criteria No. & quality of ideas Social Pressure Money Cost Interacting Low Brainstorming Nominal Electronic

Moderate Low Low

High Moderate Low

High

High Low

Low
High Moderate High

Speed
Task Orientation Potential for interpersonal conflict

Moderate
Low

Moderate
High

Moderate
High

High
High

Low
NA High

Moderate
Moderate Moderate

Low
Moderate Low

Commitment to solution Development of group cohesiveness

High

Non conventional uses of a brick.

Pardon, not to be hanged.

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